1. Leadership styles
Mohammed Naushad Siddiqui.

2. In this presentation we will learn -
• Different styles of leadership.
• Different approaches towards analysis of
leadership and leader’s behaviour.

3. Classification based on the
use of authority -
Autocratic leaders –
• Are authoritarian.
• Gives order ( ideally , without any
consultation at all) and expects it to be
followed.
• Works well if you don’t have much time
to accomplish goals or
• if employees are well motivated.

4. Democratic or participative leader -
• Participative , consultative and persuasive
style.
• Encourages subordinates to take more
participation in decision making process.
• Workers feel like ownership and more
participation and contribution in the firm.
• The final decision making can be delayed as
every decision is consulted alot.

5. Free rein leader -
• Uses his / her power least.
• ‘Let it be’ type – the leadership responsibilities
are shared by all.
• The subordinates are given high degree of
freedom in their operations.
• Is very useful in bussiness operations where a
high degree of creativity is needed.

6. Analyzing leadership styles.
A. The managerial grid.
B. Leadership as continuum.
C. Situational or contingency approach.
D. The path-goal approach.
E. Transformational leadership.

7. The managerial grid.
• Very useful technique for analyzing leadership
styles and behaviors.
• 2 dimensional grid - concern for people and
production.
• The four corners of the grid -four extreme styles
of leadership.

9. Leadership as continuum
• Style of appropriate leadership depends upon-
– leader himself/herself .
– the followers .
– the situation a leader faces.
• According to this theory , the leader’s style is
mainly influenced by –
a) Forces in leader’s personality.
b) Forces in subordinates.
c) External environment or the situation leader
confronts.

10. Contingency Approach
Totally focussed on
– study of situations.
– leader’s response in the situation.
• Recognizes interaction between leader and the
group
• Gives more strength to belief that leaders are
made out of situation.
• The leader’s effectiveness determined by how
well his/her style fits the given context.
• Realizes that leaders are NOT successful in all
situations.

11. Leadership situation determined by 3 factors -
Leader-member relations.
Task structure.
Position power.
Fiedler proposed 2 major styles of leadership -
a) Task oriented.
b) Relations oriented.

12. LPC scale
Asked to rate coworker on 16 sets of
attributes like being pleasant , boring or
interesting , rejecting or accepting , back
biting or loyal , agreeable or disagreeable.
High rating by coworkers indicates
relationship oriented style.
Low rating indicates task oriented
leadership style.

14. Path-goal approach
• Gives a lot of importance on situational factors
affecting leadership.
• Emphasizes relationship between leader’s style
and characteristics of subordinates and work
setting.
• Main task of leader is to-
a) Clarify and set goals.
b) Help choosing the best path to achieve those
goals.
c) Remove obstacles from the path defined.

16. • Leadership Behaviors-
• Directive leadership – Leader gives targets ,
sets instructions, expectations, deadlines, and
performance standard.
• Supportive Leadership – The leader is
approachable and friendly , shows concern for
the well being of his/her subordinates , treats
everyone equally and avoids favouritism.

17. • Participative Leadership - Leader invites
subordinates to give opinions, share ideas and
includes their suggestions in the decision making
process.
• Achievement-Oriented Leadership - The Leader
challenges subordinates to perform at the highest
possible level.
• Leader sets high standards of performance and
excellence ,looks out for continuous
improvement , shows confidence that
subordinate will achieve high goals.

18. Transactional and transformational
leadership.
• Transactional leaders know what needs to be
done to achieve goals.
• Their main focus is on –
1. Procedures and efficiency.
2. Clarifying roles.
3. Setting up effective organization structure ,
rewards for performances.
4. Catering to social needs of their followers.

19. Transformational leaders.
• Completely transform an organization by
articulating a vision and inspiring followers.
• Have a great capacity to motivate and create a
favourable environment for organizational
change and new organizational culture.
• Believe in commanding only those things they
themselves are perfect practitioners.
• Are generally very selfless.

20. THANK YOU